When is Enterprise Architecture needed?
Enterprise Architecture’s primary directive is to be the custodian, steward, and governor of technology in an enterprise.
Small...
If the company is small enough, the person in charge of IT can easily manage a handful of technologies that the company might need. Think websites, social media accounts, payroll and accounting software, and a few more depending on what the company sells. They would also manage network details like internet connectivity, cloud storage, and similar services. They might even manage security aspects like user accounts and logins.
Growing...
As the company grows, its technology needs grow too. An e-commerce platform, inventory management system, building security system, and customer care system become necessary. Sure, you can manage this with a Director of IT and a team supporting them. Eventually, as the company scales, a Chief Technology Officer (CTO) may be brought in to oversee multiple departments responsible for different aspects of technology.
At this point, the leaders of the IT organization are making all the key decisions related to technology. But are those decisions optimized? Is technology being reused effectively? The larger the team structure becomes, the more decentralized the decision-making tends to be.
This is where Enterprise Architect(s) play a crucial role: in unifying technology decisions, ensuring alignment across teams, and advising the IT organization on strategic direction.
Product-Based...
This model makes sense for a traditional large business whose primary goal is to sell anything other than software. But what happens if the company sells technology products? What happens when technology is not just supporting the business—but is the business?
In this case, in my opinion, an Enterprise Architect may not drive as much value. That’s because technology decisions are made in direct conjunction with the needs of the users. Those decisions are led by product and technology leadership, not governed externally. The IT organization shifts from being a cost center to a revenue driver.
I did say “may not add value”. So take that with a grain of salt.
Do you agree? Disagree? Is it making you think?